1. GTM
GBS Process

2. GBS OPERATING MODEL GBS GTM Plan runs parallel to
GBS Marketing / PLM Offers ST Strategy / NPD Input
STAGE GATE 0
STAGE GATE 1
Corporate New Product Development
NPD Idea Creation
Idea Validation
Corporate Marketing Team Offers LT Strategic Input / NPD Input
NPD PLM OwnerAssigned
GBS PLM Sponsor Assigned - co-owns business case development with NPD lead
GBS Governance Council Provides Input and Assigns GTM PM
STAGE GATE 2
Business Case Development
GBS GTM Plan runs parallel to
NPD GTM Stage Gate 3 thru Stage Gate 6
STAGE GATE 6
STAGE GATE 5
STAGE GATE 4
STAGE GATE 3
Project Closeout
Trials Completed
Test / Launch
Systems and M&Ps
GTM Plan
GBS PLM
Lifecycle Management
Assumption – GBS GTM Tool would p to stage gates for milestone management – avoid duplication

3. GTM Process Flow – GBS VzB Existing Product
GBS Existing Product – Price Up
VzW Existing Product
GBS PLM / Mktg Sponsor develops initiative that impacts GBS
GBS PLM / Mktg Sponsor fills out & submits GTM Checklist to GTM Governance Council
Post Launch Feedback provided to GTM Governance Council by PM
GTM Governance Council reviews and renders decision or recommendation
No Go Feedback provided to GTM Governance Council by GTM GM
Decision Rendered:
Go / No Go GO
NO GO
GBS PLM / Mktg Sponsor fills out VIA tool
Rejected with rationale and returned to GBS PLM / Mktg Sponsor
Return to GBS PLM / Mktg Sponsor for more information and resubmission
YES NO
PM Assigned?
GTM Database and Report are updated by GTM GM
PM executes through VIA tool
GBS PLM / Mktg Sponsor manages through VIA tool
Holds kickoff and sets/manages next steps
Updates GTM Database and Report
Engages functional stakeholders
Updates GTM Database
LAUNCH to BSG/Regions

4. GTM Process Flow – NPD Corporate Marketing
NPD – Corporate Owner
STAGE 0
STAGE 1
STAGE 2
STAGE 3
STAGE 4
STAGE 5
STAGE 6
BSG /National Mass LAUNCH?
Idea Captured
Idea Validated
Concept and Requirement Planning
Plan – Design – Schedule
Develop and Build
Test and Launch
Project Closeout NO
Product evaluation
PM/sponsor assigned
Business Case
GTM plan
Systems and M&Ps
Trials completed
Lifecycle management
Strategic input provided by GBS
PLM and Mktg Strategy
YES
GBS PLM / Mktg Sponsor
GBS PLM / Mktg Sponsor fills out & submits GTM Checklist to GTM Governance Council
Post Launch Feedback provided to GTM Governance Council by PM
GTM Governance Council reviews and renders decision or recommendation
No Go Feedback provided to GTM Governance Council by GTM GM
Decision Rendered:
Go / No Go
NO GO GO
Rejected with rationale and returned to GBS PLM / MktgSponsor
Return to GBS PLM / Mktg Sponsor for more information and resubmission
GBS PLM / Mktg Sponsor fills out VIA tool
LAUNCH
YES
PM Assigned? NO
GTM Database and Report are updated by GTM GM
PM executes through VIA tool
GBS PLM / Mktg Sponsor manages through VIA tool
Holds kickoff & updates GTM Database
Engages functional stakeholders & Updates GTM Database

5. GTM Checklist
Created url and database to capture key business case elements for GTM Governance Council Review
Track, manage and report on initiatives requesting launch into GBS Channel
Allow for integration of key business case elements into GTM project management tools and methodology

6. GTM Checklist

7. GTM Checklist

8. GTM Governance Process
1. Overview of Product (Campaign) Business Plan
Type of Initiative
(Is this a Product, Campaign, or Channel initiative?)
Strategic Statement
(What the initiative is and what we are we trying to accomplish, by when?)
Link to Verizon strategy
(How does this initiative support Verizon’s Strategic Imperatives & GBS strategies?)
Marketing strategy
(Acquisition and/or Retention, including customer target market?)
Target Launch Date
(Estimated date of tariff or product launch and why?)
Funding
(Is the funding Departmental or IT approved?)

9. GTM Governance Process
2. Sales/Revenue Objectives and Strategy
Sales Objectives/Revenue Impact
(What are the sales goals for this initiative? Is it incremental or enabling existing business? What is projected ROE for program/campaign? )
Channel Identification
(What Sales channels are impacted, along with Training, Back Office systems, tools, and/or applications?)
Sales Strategy by Channel
(What titles will be selling product and how? HDNO, Always offer, offer with certain product?)
Incentive Strategy by Channel
(Are there sales compensation {QRV?, AwardPerqs?} for this initiative?
Are they same for all channels? What is the impact on Systems and Compensation?)
Funding
(Is the funding Departmental or IT approved?)

10. GTM Governance Process
3. Product/Campaign Description
Product/Campaign Description/Offer
(Describe the product/campaign offer or description)
Benefits
(To customer, to Verizon)
Pricing Overview
(What is the estimated pricing information?)
Process Impacts
(Is this replacing an existing process or creating new one(s)? Does IT impact the overall timeline for target launch? Is there a Process Diagram?)
SME Impact Team
(Has a cross functional SME team developed and submitted an Impact Statement, including regulatory, customer communications, fulfillment, affiliates, and/or LOBs ?)

11. GTM Process Stakeholders
Sponsors (Business Owners)
GBS PLM
LOBs (VzB & VzW) via GBS PLM
NPD via GBS PLM
Channel (e.g. One Source)
GTM Governance Council Members
Diane Brown
Mike McLaughlin
David Frendo
Carrie Gray
Maria Mongan
Mike Kalina
Elizabeth Richardson
Sue Molnar
Steve Thomson
Chair: GTM Group Manager (GM)

12. GTM Process Stakeholders
GTM Governance Council - Functional roles, lead by the GTM GM:
Bi weekly review of requests
Develop, publish, and manage day launch calendar
Manage GTM Data Base information
Coordinate GTM Data Base and VIA user training
Provide updates to and solicit feedback from Channel leadership

13. GTM Process Execution Gaps
Process execution gaps include:
Identify and assign dedicated GTM GM from existing GBS GM resource pool
Identify, reassign, and train individual contributor (Level 6) from GBS pool that matches Project Management skill set
Ensure BSC and Regions properly engage and support the GBS GTM Governance process in order to launch their initiatives that impact the channel – identify Regional SPOCs to handle National Mass Launches – Who would handle Launches to Alt Channels in Mass?
Evaluate VIA with Kelly Moore as the baseline GTM project management tool – does it work for new products, price-ups and campaigns? Are there any changes/updates that need to be added to cover all types of launches?
Develop and roll out training on the GTM Process, including use of the GTM Checklist/Data Base and VIA project management tool

14. GTM Key Decision Drivers
Go/No Go
Strategic importance, alignment with GBS goals, and channel impacts as detailed in the GTM Checklist
Assignment of GTM Project Manager
High strategic value to meeting GBS business objectives
Involves two (2) or more Business Units
Requires a broad base of cross functional participation
Sponsor lead initiatives
Requires limited cross functional participation
Involves GBS only business unit

15. GTM
GBS Process